Product Features & Requirements
Measured by the number of its features
A grossly obese set of requirements
Requirements proliferation
Features and complexity
It's not the features that matter
I'm sorry, I love engineers
Content as value
Intramural brownie points
We optimize what we measure
Chesterton’s Fence
When users never use the features they asked for
Minimum Awesome Product
An Article by Carlos BeneytoUsers are accustomed to a minimum of quality, and they expect that of all new products.
If our product does not [meet basic expectations of quality], people will automatically believe that it is a bad product and they will not take it seriously. It is not what they expect.
Hence my suggestion that the MVP has died and the MAP: Minimum Awesome Product was born.
Time-based analytics
An Article by Ryan SingerAnalytics apps don't tell you much about usage behavior. You might be able to see how many users performed an event, or how many times they did it. But none of the analytics packages out there are good at showing you how often people do things. Are they using to-dos once a week? Every day? Only signing into the app once a month but happily paying for years?
Time matters. You can't understand usage without time.
What happens to user experience in a minimum viable product?
An Article by Ryan Singer"Feature complexity is like surface area and quality of execution is like height. I want a base level of quality execution across all features. Whenever I commit to building or expanding a feature, I'm committing to a baseline of effort on the user experience."
There’s a distinction to make: The set of features you choose to build is one thing. The level you choose to execute at is another. You can decide whether or not to include a feature like ‘reset password’. But if you decide to do it, you should live up to a basic standard of execution on the experience side.
Features can be different sizes with more or less complexity, but quality of experience should be constant across all features. That constant quality of experience is what gives your customers trust. It demonstrates to them that whatever you build, you build well.
August short No. 2: Glass
An Article by Riccardo MoriGlass looks and feels perfectly tailored to my photo sharing needs and expectations. For me it’s even better than pre-Facebook Instagram in the sense that it pushes me to select and share what I think are good photos (same as it happens with Flickr), rather than making me obsess with getting ‘the Instagram shot’ at all costs every day or multiple times in a day. It doesn’t cheapen photography like Instagram has done for years.
That’s why I hope Glass’s founders/developers will resist feature creep. Resist user objections like: I don’t think Glass is offering that much for the subscription price they’re asking. There are a lot of people who will gladly pay for having a cleaner, simpler, focused experience.
Feature parity
An ArticleWhilst Feature Parity often sounds like a reasonable proposition, we have learnt the hard way that people greatly underestimate the effort required, and thus misjudge the choice between this and the other alternatives. For example even just defining the 'as is' scope can be a huge effort, especially for legacy systems that have become core to the business.
Most legacy systems have 'bloated' over time, with many features unused by users (50% according to a 2014 Standish Group report) as new features have been added without the old ones being removed. Workarounds for past bugs and limitations have become 'must have' requirements for current business processes, with the way users work defined as much by the limitations of legacy as anything else. Rebuilding these features is not only waste it also represents a missed opportunity to build what is actually needed today. These systems were often defined 10 or 20 years ago within the constraints of previous generations of technology, it very rarely makes sense to replicate them 'as is'.
Software that nobody wants
An Article by Gandalf HudlowFinding value is the result of enabling individual and group-level discovery attempts. It's not the result of everyone following one leader's gut.
What just happened is a new software product/feature was created that no customer wanted. This happens way too often. In fact, most hyper important software projects that must be done by date certain or else, have deep flaws that cause some variation of this phenomenon, flaws that include:
- Not wanted - Company specified a solution to a problem that customers don't actually have
- No Rarity - Company is pursuing an iKnockoff of existing products. The market already has two scaled competitors with working solutions, customers naturally spend budget on products that are already successful to avoid risk
- Incorrect Packaging - Customers need a website, but the company created an iOS app instead
- Incorrect Pricing - Customers need SaaS pricing, but the company created a shrink wrapped, on-premise solution with CapEx and maintenance agreements instead
Adding is favoured over subtracting in problem solving
A Research PaperHow would you change this structure so that you could put a masonry brick on top of it without crushing the figurine, bearing in mind that each block added costs 10 cents? If you are like most participants in a study reported by Adams et al. in Nature, you would add pillars to better support the roof. But a simpler (and cheaper) solution would be to remove the existing pillar, and let the roof simply rest on the base.
A series of problem-solving experiments reveal that people are more likely to consider solutions that add features than solutions that remove them, even when removing features is more efficient.
Not Just a New Feature; a New Compact
A Fragment by Jorge ArangoMy sense is that Slack’s teams think of themselves as adding ‘features’ to a ‘product,’ instead of as stewards of a place where people work.
Understanding the Kano Model
An Article by Jared SpoolThe horizontal axis represents the investment the organization makes. As investment increases, the organization spends more resources on improving the quality (remember, Noriaka was a quality guy at heart) or adding new capabilities.
The vertical dimension represents the satisfaction of the user, moving from an extreme negative of frustration to an extreme positive of delight. (Neutral satisfaction being neither frustrated nor delighted is in the middle of the axis.)
It’s against the backdrop of these two axes that we see how the Kano Model works. It shows us there are three forces at work, which we can use to predict our users’ satisfaction with the investment we make.
Doing It Right
An Article by Brad FrostDoing it right requires a different pace of working and a much broader thought process than “ok, let’s get this thing out the door.” Which is super tough because most workplaces place a huge emphasis on getting things out the door, and fast. Little agile tickets that are expected to be completed in micro sprints to me seem to be antithetical to doing it right.
The Web is Industrialized and I Helped Industrialize It
An Article by Dave RupertIn our cultural obsession with billionaire entrepreneurs we laud new features more than the maintenance and incrementalism work of making old features better and more accessible. Maintenance looks like red minus signs in the spreadsheet. New features look like green plus signs. New features look better on our LinkedIn profiles. New features have that pizzazz, baby.
When gardening, the building of planters and initial planting is a very short process. The majority of your time is spent nurturing and monitoring growth. I personally feel the struggle between maintainer work and new shiny feature work. I enjoy that new feature smell but I know that my day-to-day is more like a janitor on a boat mopping up someone else’s barf. In terms of metaphors, the gardening metaphor is certainly better, and it acknowledges that design and development still tend to be more creative endeavors.
Yagni
A Definition by Martin FowlerYagni originally is an acronym that stands for "You Aren't Gonna Need It". It is a mantra from Extreme Programming that's often used generally in agile software teams. It's a statement that some capability we presume our software needs in the future should not be built now because "you aren't gonna need it".
Product vs. Feature Teams
An Article by Marty CaganThis article is certain to upset many people.
The Best Interface is No Interface
"There's an app for that."
Slap an interface on it!
How do you make a better car?
How do you make a better fridge?
How do you make a better trash can?
How do you make a better restaurant?
How do you make a better vending machine?Aim higher
“There’s one more thing you need to do: Aim higher the merely trying to recreate Silicon Valley. You should try to kick our butt instead.” — Guy Kawasaki
This is UX
When you hire someone to generate UI, you won’t get new, innovative solutions. You’ll get more UI, not better UX.
This is UI:
Navigation, sub navigation, menus, drop-downs, buttons, links, windows, rounded corners, shadowing, error messages, alerts, updates, checkboxes, password fields, text inputs, radio selections, text areas, hover states, selection states, pressed states, tooltips, banner ads, embedded videos, swipe animations, scrolling, clicking, iconography, colors, lists, slideshows, alt text, badges, notifications, gradients, pop-ups, carousels, OK.cancel, etc. etc. etc.
This is UX:
People, happiness, solving problems, understanding needs, love, efficiency, entertainment, pleasure, delight, smiles, soul, warmth, personality, joy, satisfaction, gratification, elation, exhilaration, bliss, euphoria, convenience, enchantment, magic, productivity, effectiveness, etc. etc. etc.
The most seamless and wonderful way
I believe our job as designers is to give you what you need as quickly and elegantly as we can. Our job as designers is to take you away from technology. Our job as designers is to make you smile. To make a profit by providing you something that enhances your life in the most seamless and wonderful way possible.
The best interface
Let’s end the confusion between UI and UX. Let’s stop slapping sirens on children’s toys. Let’s prioritize personal goals over addiction. Let’s get our lives and our health back in balance by interacting with the real world instead of staring into a light, checking new notifications. Let’s think beyond screens.
The best result for any technology is to solve meaningful problems in impactful ways.
The best design reduces work.
The best computer is unseen.
The best interaction is natural.
The best interface is no interface.Adapt
Digital products can do so much more than have a fancy front end.
Even if your company’s core product is an interface, not everything that comes after has to be an interface. If things were that rigid, Apple Computer, the personal computer company, would never become Apple Inc., the world’s largest consumer electronics company. If companies didn’t go after opportunities beyond what they do today, Netflix would still be mailing DVDs in red envelopes.
Great thinkers adapt. Great companies offer their customers the best possible solutions, whether they have a graphical user interface or not.
Let them serve us
Instead of us serving computers,
let computers serve us.Forgetting
Inactivity could be another automatic trigger to erase any stored information. If they haven’t utilized the system in a long time, their food data could automatically clear. With so many services out there trying to grab out attention, knowing that a system collecting more general information will just forget everything it knows about you if you don’t use it for a long time might ease the resistance to trying out the new software in the first place.